by Dr Peter Flory
Director – Athena Consultants Limited
Visiting Research Fellow – Brunel University
Customer Relationship Management
What is CRM? You have all heard the following:
“The customer is always right”
“Keep the customer satisfied”
“Customers are our business, without them we have no business”
“Your best future customers are your current customers”
“Look after your customers and the £££s will look after themselves”
That is CRM. It is not rocket science, it is common sense!
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A simple definition of traditional CRM:
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CRM was originally developed in the commercial / business / private / “for profit” sector, consequently:
“CRM is the process of making more money by keeping existing customers, attracting new ones, being nice to them and giving them what they want!”
So, who is the traditional CRM customer?
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If we extend the definition of “customer” to include other stakeholders in Private sector organisations then we get:
- Customers- Prospective customers- Shareholders- Partners- Suppliers- Lenders- Press- Agencies
CRM in the NfP sector CRM is all about making money, so that means:
Fundraising, Membership, Sales
Plus; non-monetary items:
GIKs , services, time, awareness, influence
Plus; the importance of MISSION
Money is a means to an end
More customers to be nice to
Plus; the multi-role customer
Therefore; far more complexity
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NfP/Third Sector “customers”
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So, to simplify things Our customers are every person and every organisation we
come into contact with plus more nebulous things such as Projects
“Customers” = Contacts and Contact Points, therefore …
Remember the 8 different stakeholder groups in the Private sector? Well, in the NfP sector we have ……
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NfP sector stakeholders (“customers”)?
2 December 2014 CharityComms 9Can you think of more?
Academics Eventers Project Workers
Agencies Families Prospects
Alumni Funders Religious Establishments
Areas/Branches/Regions Government Departments Service Units
Associates Health Establishments Service Users
Beneficiaries Health Professionals Special Interest Groups
Celebrities Individuals Sponsors
Clients Influencers Staff
Collectors Legators Students
Committee Members Lenders Subsidiaries
Community Organisations Media Suppliers
Companies Members Supporters
Customers Opt Outs Support Groups
Detractors Organisations Teams
Departments Politicians Trusts
Donors Partners Trustees
Educational Establishments Projects Volunteers
A simple definition of NfP CRM:
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“Third Sector CRM is the process of doing good by attracting and keeping customers (funders, service users, volunteers and suppliers alike), being nice to them and giving them what they want! (Money comes into it but only as a means to an end).”
The 8 Principles of CRM
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Visibility
Integration
Relationships
Quality
Knowledge
Planning
Analysis
- record every customer interaction
- make the interactions available to all staff
- link all systems; computer and procedural
- mutually beneficial customer dialogue
- highest quality products and services
- customer information, opinions, likes, etc
- analyse information to predict behaviour
- campaign planning, customer journeys
Inclusiveness
So whose responsibility is it? The Chief Executive
CRM is organisation wide
It is not just an IT thing
If delegated then Communications/Marketing are ideally placed
Overview of the whole organisation
Relationship people
Problem - Do they/you have the authority to make organisation-wide decisions?
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You need a CRM strategy because… CRM is a complete organisational philosophy
PeopleCRM involves you and everyone you come into contact with
Processes CRM encompasses everything you do
TechnologyCRM needs tools to be effective (…and the database is just one tool!)
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What is a strategy?
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"A strategy is an integrated set of plans in order to achieve a stated objective."
Common theme
Where are we now?Where do we want to be?What is happening in the marketplace?What are our options?How do we get there?
… and strategy objectives must be:
Clear and conciseConsistent with the missionConsistent within themselvesAcceptable by everyoneA basis for actionAchievable MeasurableFlexible
Lots for you to think about!
So what is your CRM strategy? Start with something simple
Who are your customers?
How do you currently serve them?
How can you serve them better?
Then consider:
Understanding your customers
Touch points
Customer experience
Customer journeys
How to measure success?
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… and remember the 50+ different types of customer, each one has different needs!
Some useful strategy questions What are you going to do to:
Acquire new customers?
Retain existing customers?
Find out more about them?
Keep them happy?
Provide them with what they want?
Get them to buy/give/interact more?
Treat them like individuals?
Maintain/improve the quality of your products and services?
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CRM strategy challenges Understanding what CRM really is (we’ve done that bit)
Adopting the principles of CRM
Practical, nuts and bolts issues
Implementation issues (and it’s just as much about working practices as it is about CRM computer systems)
People
Processes
and finally, technology
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Principle challengesThis means dramatic cultural change
This means high skill levels
This means being nice to people2 December 2014
Practical challenges
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Functionality
Security
Compliance
Confidentiality
Configuration
Reporting
Data
- What do you want CRM to do for you?
- Who can see what, who can do what?
- Legal obligations and codes of practice
- Data Protection Act
- What should your system/s look like?
- What data do you keep and why? Silos!
- What do you want to know?
Implementation challenges (CRM implementations are PAINFUL)
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Politics
Arrogance
Incompetence
Nearsightedness
Fear
Lethargy
Unfamiliarity
- in-fighting, status, “my customers”
- I know best, you can’t teach me anything
- there is a lot to learn, you may need help
- inability to see the “big” picture
- results in “too busy” or non-cooperation
- it’s all new and it causes the fear above
- inclination to do as little as possible
Firstly, get the right people doing the right job
Project Sponsor
Project Manager
Project Team
External support
Organisational inertia
People fear and resist change
Vision, enthusiasm, involvement, manage expectations
Avoid boredom and disillusionment
Communicate, communicate, communicate
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The biggest Problem – People!
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Process review
Always, always, always do a review of current processes
Work with system supplier/s to map them onto the new system/s in the most effective manner
Be prepared to change!
Document, document, document
Change management
New systems ALWAYS mean new and changed processes
This is a whole subject in itself and it must be handled sensitively
Encouragement, enthusiasm, support and training
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Processes
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Get the requirements right, priorities, detail, detail, detail
Get the selection right, don’t just buy the cheapest
Make infrastructure changes if required
Effective project management
Testing, testing, testing
Training, training, training
Proper change control procedures
Manage your supplier – don’t let them manage you!
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Technology
Supplier?You?2 December 2014
Review your strategy constantly
Remember the 8 principles of CRM
Get the details right
People are your biggest challenge
Processes will change
Technology rarely fails
GOOD LUCK!
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And finally….
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Comments and Questions
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Peter Flory e-Mail: [email protected]
Tel: 0118 986 6623
Mob: 07860 451 830
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Visit the CharityComms website to view
slides from past events, see what
events we have coming up and to
check out what else we do.
www.charitycomms.org.uk
CRM for charity
communicators:developing excellent customer
experience
Conference
2 December 2014
London
#charityCRM
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